A Tale of Two Cultures: The Political Behavior of CIO’s in the US and India

A Tale of Two Cultures: The Political Behavior of CIO’s in the US and India

Celia Romm Livermore, Pierluigi Rippa
Copyright: © 2013 |Pages: 13
DOI: 10.4018/jep.2013040104
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Abstract

A review of the literature on the role of the Chief Information Officer (CIO) reveals the importance of the political aspect of this role. Building on the Political Strategies Framework (Romm & Rippa, 2010), this study investigates the utilization of political strategies across two cultures, the US and India. The findings show crucial differences between CIO’s political behavior in the two cultures that are in line with the Hofstede (1980) culture model. The paper concludes with a discussion of the differences between CIO political behavior in the two cultures and how the Hofstde cultural dimensions can explain these differences.
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Political Behavior

Before we consider the theoretical aspects of the CIO role, a review of the literature on organizational politics is warranted. The literature on organizational politics shows that defining this term is not simple. The literature is replete with definitions that often contradict each other. For the purpose of this paper, we follow a definition proposed by Drory and Romm (1991). To account for the wide number of attributes that researchers do not agree are part of the concept of organizational politics, Drory and Romm (1991) created a conceptual framework or a “map” of the range of behaviors that should be considered “political”. Their framework considered organizational politics as a combination of three types of elements:

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